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GUIDE FOR EMERGENCY TRANSPORTATION OPERATIONS DOT TMC operations and incident response patrol programs and must be developed in close cooperation with the other responder entities. In the long run, clear standards must be set by which improved practice may be measured. STRATEGIES TO IMPROVE CURRENT PRACTICE Improvement strategies and tactics for overcoming the gaps between current and best practice for ETO are presented in this guide. The strategies focus on a more formal, all- hazard approach, developed on an interagency basis using agreed-upon performance objectives. The strategies are organized into two general areas: Institutions and Leader- ship and Operations and Technology. Five basic improvements have been identified that require executive action, the imple- mentation of which would reflect a new cooperative commitment with public safety agencies to service improvement. The needed changes are institutional and organiza- tional in nature and require top management support to provide leadership, policy and program definition, and top-level liaison with public safety agencies. They also suggest the logic of making ETO a formal program of the department. Basic Strategies for Improving ETO REALITY BASIC STRATEGY IMPLIED 1. Need to accommodate the full Develop an approach to ETO on an integrated, range of incidents, emergencies, comprehensive, all-emergency/hazard/discipline and hazards. basis. 2. Absence of widely accepted Develop a structured ETO process with joint pro- best practice approaches. tocols and procedures with full regard to the range of objectives while minimizing traffic disruptions. 3. Effective technology not Examine technology opportunities and cost- integrated. effectiveness to introduce new technology and improve efficiency, effectiveness, and safety. 4. Absence of performance Measure performance in the field to provide the measures. basis for continuous improvement. 5. Informal, fragmented activities. Formalize ETO as a program with appropriate policies, authorization, organization, structure, and resources. THE IMPORTANCE OF EXECUTIVE LEADERSHIP Executive-level support is crucial to the development of a more formal program approach and to ensure that the responsibilities and resources are mobilized and targeted. Raising what is now a part-time, fragmented set of responsibilities to the level of a resourced, managed program must overcome bureaucratic traditions and inertia, com- pete for resources, support new approaches, and forge new external relationships. These challenges require top executive leadership--starting at the policy level in agency head- quarters and executed under the responsibility of the district and regional management levels. Such executive initiative and oversight is essential to ensure 5